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An overview of DiSC behavioral model and some practical advice on applying DiSC to your everyday working life, based on the materials from http://manager-tools.com/
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DiSC Model in Practice
How To Deal With People You Can’t Stand
RESERVED
ASSERTIVE
TASK
-ORI
ENTE
D
PEO
PLE-
ORI
ENTE
D
DOMINANT INFLUENCING
CONSCIENTIOUS STEADY
Background
• William Marston: theory, 1920s
• Walter Clarke, John Geier: assessment tool, 1950s
• More behavior-oriented than MBTI and similar models.
• Used for industrial assessments.
High D: Dominant
• Also: Drive• Achieves success by taking decisive actions towards
their goal.• Strengths: comfortable in a leadership role,
problem solver, can make tough decisions, not afraid to confront issues, sees change as a challenge, stays focused on the mission.
• Limitations (Others may see): intimidating, insensitive, brusque, impatient, intolerant, unapproachable
• Margaret Thatcher
High I: Influencing
• Also: Inducement• Achieves success by persuading others to
work with them towards the goal.• Strengths: always available for others,
inspiring to be around, spreads positive attitude, praises others.
• Limitations (Others may see): tasks fall through the cracks, projects don’t get finished, lacks organization
• Bill Clinton
High S: Steady
• Also: Submission• Works with others as part of a team to achieve
success• Strengths: good team player, empathetic to
others’ needs, methodical, good listener, easy to get along with, appreciative of others, praises.
• Limitations (Others may see): indecisive, indirect, resistant to change, sometimes worn down by others’ problems.
• John Paul II
High C: Conscientious
• Also: Compliance, Caution• Works within rules and procedures to ensure
success.• Strengths: thorough, follows standards
accurately, conscientious, diplomatic, accurate, fair (because following the rules does that).
• Limitations (Others may see): overly concerned with perfection, aloof, delay decisions, wants more data, “fussy about minor issues”.
• Bill Gates
Sample DiSC Graph
Mixed Types
CS
DI
ISCD
USUALLY TWO ADJACENT
DRIFT IN BUSINESS / IMPERSONAL CONTEXT
Transitions
HARD
EASY
HARD
EASY
EASY TO CHANGE ENERGY
HARD TO CHANGE FOCUS
How to Detect Them
• Assertive vs. Reserved; People vs. Task• Assertive: Move Fast, Talk Louder, Talk Fast,
Interrupt (D & I)• Reserved: Speak Slower, Less Loudly, Never
Interrupt (S & C)• People Focused: Talk About Themselves Or
Others, Friendly, Warm, Smiling (I & S)• Task Focused: Focus On Tasks, Work,
Processes, Systems, Seldom Smile (D & C)
How to Deal with Them
• Focus On Behavior• Be Less Of Yourself• Do Like They Do• Do Not Judge Or “Read Their Minds”• Avoid Emotional Reactions• Adjust Your Energy• Learn To Imitate Outward Behaviors
Assertiveness: Interrupt or Pause
• When You’re Talking, Pay Attention To How Quickly They Speak
• Do They Start Talking Before You’re Done Or Wait For You To Finish?
• If Someone Interrupts And You Do Not, Interrupt More To Reduce Differences
• If You Interrupt And You’re Talking To Someone Who Pauses, Slow Down
People/Task: Smile or Not
• People Focused People Tend To Smile More
• Count Their Smiles• Compliment Them And See If They Smile
In Reaction• Smile More With People Who Smile At
You• Smile Less With Those Who Do Not
How to Detect by Email
• Assertive: too quick for attachments.• Reserved: take time to read and write.• People-oriented: names, salutations,
signatures.• Task-oriented: rarely use names.• NB: Very hard to diagnose if sent from
smartphone.
Email from Other People
• High D: doesn’t use names, very brief.• High I: emotional typography, smileys,
uses names a lot, informal.• High S: long, personal, uses names. • High C: precise, structured, thorough,
uses bullets.
Email to Other People
• High D: brief, BLUF, begin with questions, no attachments or explicit reference.
• High I: greet them by name, ask how they’re doing, compliment them, no attachments or explicit reference.
• High S: same as High I, attachments OK.• High C: include all details, state deadlines,
tell them you’re OK with imperfect answer / guess, names unnecessary.
Correlations with Adizes Management Styles
Produce
r
Administrator
Entrepreneur
Inte
grat
or
Correlations with (Typical IT) RolesAcctMgr
ResMgrQA
Dev
Sales
PM
PM
PM
Sales
Sales
Dev
ResMgr
Dev
AcctMgr
BA
ResMgr
BA QA
Correlations with Gerchikov Motivation Models
None!
Further Resources / Special Thanks To
Mark Horstman
http://manager-tools.com/